How to do business mentoring?

How to do business mentoring?


the mentoring, or business mentoring, is a widespread practice, both in large groups and in startups. Beyond anchoring itself in the trend of well-being at work, mentoring responds to the growth challenges of the company and serves its brand image.

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Originally, Mentor is the name of a character from Greek mythology who distinguished himself as Telemachus’ tutor. Like him, the mentor today accompanies a “mentee”, whatever his position in the company: from junior to manager, each employee can be mentored.

In the early days of the practice, it was agreed to appoint a senior mentor for a junior mentee. The practice has evolved reverse-mentoring has emerged and is now proving to be very fashionable: the mentor is neither older nor more senior in the company, he is a “digital native” who accompanies a mentee from the previous generation in the adoption of new practices in the digital technology and familiarizes them with the use of technological tools. Reverse mentoring is all the more beneficial in the management of transgenerational teams.

What is mentoring for?

The usefulness of mentoring is illustrated when integrating a new recruit, but also during a change of position internally or when a difficulty arises from time to time in the company. Either way, mentoring serves the interests of the mentee, the company, and the mentor alike.

The benefits of mentoring for the mentee

Mentoring can be set up in response to a need of the mentee:

  • A new employee who arrives in the company may need to be trained quickly in the practices specific to the company. The new recruit on the other hand may have difficulty socializing, in which case he requires help. Whatever the case, mentoring benefits the new recruit at the time of his integration into the company. The practice is also useful when an employee is reinstated after a long absence. Example: on her return from maternity leave, the employee is accompanied by a mentor to integrate the new processes put in place in her absence.
  • The employee who evolves internally, to a more strategic position or even to management functions, must quickly acquire the right reflexes to be immediately operational and overcome the pressure. A mentor is then useful to ensure the transition.
  • In any case, the employee may wish to improve their skills to achieve more ambitious objectives, and thus develop their career. Joining a mentor speeds up the process, through dedicated and concentrated learning over a short period.
  • Mentoring, set up punctually, also makes it possible to overcome occasional difficulties. Example: a salesperson’s results are down when a new product is released; the mentor accompanies him in training on the technicalities of the product and on effective sales pitches.
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The business benefits of mentoring

Mentoring also serves the interests of the company:

  • Company mentoring limits resignations and turnover: a Deloitte study reveals that 22% of turnover takes place during the employee’s first 45 days in the company. By assigning a mentor to the new recruit, the company promotes their integration and limits the risk of resignation.
  • Mentoring fulfills a key objective of team management: supporting the development of skills, in fact, is one of the priorities of the manager. On the one hand because the results of each employee are important to the manager to the point of giving meaning to his work, on the other hand because the increase in skills, aided by mentoring, accelerates the growth of the company. IME France reports 25% average annual growth for companies practicing mentoring. Mentored employees are indeed more quickly operational and productive.
  • Mentoring improves well-being at work and the company’s brand image. Capgemini has distinguished itself on this point, by creating the “[email protected] France” mentoring program, targeting the integration of women within the company. The company communicated on the progression of its figures: the group recorded a significant increase in the proportion of women in strategic positions. Results: better equality between men and women at work, guaranteeing the well-being of employees, but also an enhanced brand image.
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The benefits of mentoring for the mentor

The mentor benefits directly from the practice: he feels useful, he derives personal satisfaction from the results obtained. The proof is recently with the massive commitment of a hundred business leaders who express themselves on this subject in a forum: “And if tomorrow, we each give, when we can, a few hours of our time each months, to help a young person find their way in life? “. The bosses of Free, Carrefour and even L’Oréal are positioning themselves in favor of business mentoring, in response to the call from the President of the Republic: given the success of mentoring, the government is launching the #1jeune1solution movement and aims 200,000 mentor-mentee pairs by 2022.

Who can be a mentor?

Being a mentor requires real commitment and human qualities: the person demonstrates kindness, active listening and availability. Initially, the mission is voluntary and entrusted to a member of the company, who takes care to erase the hierarchical link with his mentee if necessary. But the development of the practice brings out paid mentors, qualified external service providers whose experience is relevant to the identified needs of a mentee.

How to do mentoring?

Form a functional mentor/mentee couple

The good mentor/mentee relationship determines the results of mentoring: the mentor and the mentee must establish a strong personal and professional bond.

  • On a personal level: mentoring is all the more effective when the mentee can place his trust in the person of his mentor. Under these conditions, the mentee receives the mentor’s teachings favorably and takes advantage of them without questioning the reliability of the know-how, the process is thus accelerated. It is a question of finding corresponding profiles, to ensure a perfect agreement. Note that the mentee can meet several mentors, until he finds the best match.
  • On the professional level: the accompaniment is useful provided that the experience and professional skills of the mentor are relevant to the needs of the mentee. The objective is in fact to transmit timely knowledge, which the mentee can exploit in an effective and immediate way.
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Example: to meet the functional challenge of the mentor/mentee couple, Engie uses a digital networking platform, Unatti. The members of the company configure their profile, and the tool suggests the couples according to the expectations of each in their mentoring process.

Framing the mentoring relationship

While the exchanges within the framework of business mentoring are relatively informal, it is still necessary to establish a framework to ensure rapid results.

  • Determine objectives: acquire know-how in a field, learn about the processes used in the company or even integrate into the team as a new recruit, for example.
  • Supervise mentoring over time. The duration varies according to the objectives to be achieved and the profile of the mentee.
  • Schedule meetings on a regular basis.

Measure results

The company that practices mentoring seeks to constantly improve the results of its approach. To this end, the mentor and the mentee are interviewed in order to assess their feelings. The company draws useful conclusions from this, to develop the practice. Example: the mentor deplores the additional workload associated with mentoring; the company provides a better framework for exchanges, by reducing the frequency of meetings.

Communicate on the mentoring process

The company communicates on mentoring:

  • Internally, in order to encourage employees to request a mentoring period in turn if necessary.
  • In its external communication, via press articles for example, to strengthen its brand image and attract talents attracted by the approach.

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